Reference no: EM133323981
The CEO asked the HR manager to hire the wife of a very important partner for the company. At the same time, the position did not matter, since the woman had not worked anywhere for the last 10 years and just wanted to be more among people. She did not declare any ambitions for a career in the company. The main goal was for a woman to feel in demand, as part of a team with the simplest set of tasks, since the qualifications she once obtained was already lost. Not daring to offer the former housewife to the heads of departments, the head of the personnel department took CEO's protégé to her department as a HR specialist. Considering that the first education of the applicant - the courses of the assistant secretary - was received more than 10 years ago, the new employee was offered three options for work:
just visit work and do whatever you want on the computer;
do not attend work, but be listed in the department;
master the simplest functions and perform them whenever possible.
As a result, the main skill that she acquired during the adaptation was receiving incoming documents, entering an account, packing documents into folders. For several months, everyone was happy and the work was done as usual.
Six months later, the position of the leading document flow specialist was vacated. While they were deciding whether to find a person from the outside or choose from their own, the CEO called the head of the personnel department with a proposal to promote the recently adopted protégé at the request of the partner. Knowing what functions the protégé performs and that there are those in the department who are more suitable for the position of a leading specialist, the manager could not appoint her to this position, but she could not put the general director in an uncomfortable position in front of her partner.
Questions:
1. What type of conflict is in this situation? Argument and prove.
2. What do you think the head of HR should do in this situation?
3. Could this problem have been avoided? How?
4. How will the increase of the partner's protege affect the psychological climate in the team, if the CEO insists on his decision?